Understanding the Process of Forming the Organizational Hope

Document Type : Research Article


1 PhD Student, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran

2 Professor, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran

3 Assistant Professor, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran


The purpose of this study was to provide a conceptual analysis of the process of hope in organizations. The research method of this study was the textual strategy of grounded theory. Data from the previous research on this concept was collected from 76 papers, 2 doctoral dissertations, and 2 books, and was analyzed by coding technique. The identified 186 codes were categorized in the form of 61 concepts and 6 categories. The results showed that organizational hope was considered as a core category in the paradigmatic model of study, and the other obtained concepts were categorized as causal conditions, contextual conditions, intervening conditions, strategies, and consequences in the model. The causal conditions affecting organizational hope were divided into the two general categories of individual and organizational conditions, including mindfulness, interaction with challenges, and occupational characteristics. The organizational intervening conditions that influence strategies involved leadership style, perceived social and organizational support, the transparency of organizational policies, and perceived organizational justice. Some of the contextual factors identified included spiritual environment, the intimate atmosphere of the organization, as well as familial and organizational culture and environment. Strategies and consequences were divided into the two groups of individual and organizational strategies and consequences.


Main Subjects

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